2024年首席销售官的前三大战略优先事项+Top+3+Strategic+Priorities+for+Chief+Sales+Officers

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isproprietarytoGartner,Inc.and/oritsaffiliatesandisforthesoleinternaluseoftheintendedrecipients.Becausethispresentationmaycontaininformationthatisconfidential,

proprietaryorotherwiselegallyprotected,itmaynotbefurthercopied,distributedorpubliclydisplayedwithouttheexpresswrittenpermissionofGartner,Inc.oritsaffiliates.

Leadership

Visionfor2024

Top3StrategicPrioritiesfor

ChiefSalesOfficers

©2023Gartner,Inc.and/oritsaffiliates.Allrightsreserved.Thispresentation,includingallsupportingmaterials,isproprietarytoGartner,Inc.and/oritsaffiliatesandisforthesole

internaluseoftheintendedrecipients.Becausethispresentationmaycontaininformationthatisconfidential,proprietaryorotherwiselegallyprotected,itmaynotbefurthercopied,

distributedorpubliclydisplayedwithouttheexpresswrittenpermissionofGartner,Inc.oritsaffiliates.

LeadershipVisionforChiefSalesOfficersin2024

Keyquestionsaddressed:

②WhatarethemajortrendsaffectingCSOs?

HowshouldCSOspreparefortheyearahead?

②WhatactionsshouldCSOsandtheirteamstaketosucceed?

Economicuncertainty,disruptivetechnologyandtheneed

forenterprisewidecollaborationareshapinghowthebest

organizationswillleadsalessuccessin2024.

Inthiscontext,chiefsalesofficers'topprioritiesfor2024

shouldbe:

•CollaboratingwiththeC-suitetoimpactbusinessresults

•PositioningAItoimprovesellerproductivity

•Adjustingthesellertalentprofileduringa“slowcession”

Chiefsalesofficers(CSOs)canusethisresearchto

stayaheadofmajortrendsandleadtheirteamstoward

asuccessfulfuture.

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SalesSuccessin2024

InfluenceC-Suite

Navigatea

“Slowcession”

LeadaUnifiedCommercial

Organization

EnhanceSeller

TalentProfile

TreatTechnologyasaTeammate

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HowshouldCSOs

adjustthesellertalentprofileduringa“slowcession”?

KeyPrioritiesforCSOs

HowshouldCSOscollaboratewiththeC-suitetoimpactbusinessresults?

HowshouldCSOspositionAItoimprovesellerproductivity?

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Chief

Sales

Officer

Owns

translating

strategic

visioninto

salesstrategythatwillhelpcompanyhitgrowthtarget

Chief

Marketing

Officer

Ownslead

generation,

messaging,

branding,

marketing

campaigns,

customerdatacollection

Chief

Customer

Officer

Ownspost-salesserviceandsupport,product

usage,

customer

engagement

Chief

Financial

Officer

Owns

profitability

andfinancial

reports,

financial

planning,

resource

allocation

Chief

OperationsOfficer

Ownsdaily

business

operationstosupporttheday-to-day

activitiesof

employees

TodaySellingIsanEnterprisewideSport…

SetsStrategicVisionforCompany’sGrowthDefinesPrioritiesandEnterpriseStrategy

CEO

••

Chief

Product

Officer

Ownsnew

product

development

andexisting

product

changesto

meetmarket

needsand

drivegrowth

OnlybyWorkingTogetherCanCompaniesConsistentlySucceed

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…ButResourcesAreStillOptimizedinSilos

ExecutiveLeaders’ApproachtoOverseeingStrategicExecution

TalentandResourcesAreConsolidatedandOptimizedatthe

EnterpriseLevel

40%

TalentandResourcesAre

OptimizedWithinthe

FunctionalSilo

60%

n=140executiveleadershipteammembers

H1:Pleasereadeachpairofstatementsandindicatewhichstatementmostrepresentsyourexecutive

leadershipteam’sapproachtooverseeingstrategyexecution.

Source:2023GartnerExecutiveLeadershipTeamDynamicsSurvey

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1

WhereWe’llGrow

Expand

Basic

Offerings

Upsell

PremiumOfferings

Cross-

Sell

New

Offerings

2

HowWe’llGrow

Solution

Exploration

RequirementsBuilding

Supplier

Selection

1

2

3

GettingEveryoneinLockstep

3AreasofAlignmentAreRequiredtoSucceed

WhereGrowthWillComeFrom

ExistingBusiness

New

Business

Penetrate

Develop

Diversify

HowCustomer-FacingTeamsWillWorkTogether

3WhatWe’llDotoGrow

WhatSalesandMarketingWillDotoStayinStep

Problem

Identification

IdentifyMost

ImportantBuying

Delivera

UniqueBuying

ValidateBuyingTaskIsCompleted

Tasks

Experience

Customer

AchievingCommercialOutcomes

BuyingPath

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GenAITakestheWorldbyStorm

PossibleScenariosandTrajectoriesforHowGenAIWillShapeSales

2024202520262028

40%ofenterprise

60%ofmarketing

50%timereductiononcustomer

60%ofB2Bseller

applicationswill

departmentswillbe

meetingprepwilloccurinB2B

workwillbeexecuted

haveembedded

usingsomeformof

salesorganizationsusing

throughconversational

conversationalAI.

GenAI.

GenAI-embeddedsales

technologies.

userinterfaces.

Source:Gartner

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PastTechnologyHypeDidn’tDeliverSalesResults

Tech’spromisetoimproveproductivityhasn’tpannedoutinsales,andmaybemakingthingsworse.

PercentageofSellersWhoFeelOverwhelmedbyTechRequiredtoDoTheirJob

5%

NeitherAgree/

46%

Disagree

Disagree

49%

Agree

n=498B2Bsellers

LikelihoodofAttainingQuotaby

TypeofSeller

1x

▼43%

.57x

Non-overwhelmedsellersOverwhelmedsellers

Q:Ifeeloverwhelmedbythenumberoftechnologiesneededtocompletemywork.

Note:Overwhelmedsellersrepresentthosewhosomewhatagree,agreeorstronglyagreewiththestatementabove.

Source:2023GartnerTechnology’sImpactonSellerProductivitySurvey

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DeliveronTechnology’sPromise

1ChangeYourApproachtoTechnology

FromToolToTeammate

Natural,

conversational

interactions

Tech’sroleisscopedlikeanFTEandRACIshave“tech”asa

contributor

Activecollaborationviadynamic,

situationaldecisionmaking

Sellermastery

dependson

experimentationandadaptation

Technologyistrustedtoautonomously

generatevalue

Interface

Rigid,command-and-

respondrelationship

Responsibilities

Sellersusetechto

completecorejob

responsibilities

Natureof

Relationship

Passivesupportvia

static,rule-based

automation

Sellermastery

Talent

dependsonrepetition

andknowledge

Trust

Sellersaretrustedto

generatevaluewith

technology

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PrioritizeYourTechnologyInvestments

2

WheretoStartWithAI

Category

GenerativeValueMessaging

AISellerAssistant

PipelineandForecastIntelligence

BusinessIntelligence

SalesDecisionIntelligence

ConstantRecessionaryFears

ARecessionFeelsLikeItIsAlwaysAroundtheCorner…

ProbabilitytheU.S.WillBeinRecessionintheNext

12Months

61%

61%

63%

54%

49%

44%

28%

18%

1/1/20224/1/20226/1/20227/1/202210/1/20221/1/20234/1/20237/1/2023

…andBuyersAreFeelingConcerned

PercentageofBuyersConcernedAboutPotentialEconomicRecession

Concernedaboutrecession

Notconcernedaboutrecession

24%

76%

50%100%

0%

Source:WSJ

n=771B2Bbuyers

Note:“Concerned”reflectsrespondentswhoaremoderatelyconcernedtoveryconcernedaboutpotentialwidespreadeconomicrecession.

Source:2022GartnerB2BBuyerSurvey

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Buyers’FearsAreHurtingDeals

PercentageofBuyingGroupsExperiencingDysfunction

Experiencingmoderatetohighdysfunction

Experiencinglessdysfunction

55%

45%

0%

60%

30%

n=270B2Bbuyers

Note:Reflectsresponsestoanindexofbuyinggroupdysfunctions.

Source:2022GartnerB2BBuyerSurvey

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Dysfunctionalbuyinggroups

are73%lesslikelytomakea

high-qualitypurchasecompared

withlessdysfunctionalones.

n=208B2Bbuyers

Source:2022GartnerB2BBuyerSurvey

ChangeHowYourBuyersFeelAbout

TheirPurchases

FeelingsOverFactsHelpBuyersinThisEnvironment

ValueAffirmation

Interactionsthathelpbuyersvalidatethatapurchaseisrightforthemandfeelconfidentaboutthedecision

30%

LiftinHigh-QualityDeals

n=440B2Bbuyers

Source:2022GartnerB2BBuyerSurvey

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SellerTalent

Attributes

CognitiveDecoding

Act

FeelEmpathyHacking

ThinkPerspectiveTaking

SayActiveListening

CollaborateWithC-Suite

UseAIto

Improve

Seller

Productivity

Priority

Summary

Adjustthe

Talent

Profile

GenAItakestheworldbystormandispositionedtodisrupthowsales

organizationswork.

Constantrecessionaryfearsimpact

buyinggroupbehaviorsandcommercialoutcomes.

Trend

CSOs’successdependsoncollaboration

andcontributionsfrommultiple

enterprisefunctions.

Pasttechnologyhasbeendisruptiveandoverwhelmedsellers,makingthemlesslikelytohitquota.

Treattechnologyasateammateinsteadofatool.PrioritizeAIinvestmentsby

mappingoutspecificsalesusecasesnotoutcomes.

Significantbuyinggroupdysfunctionleadsto73%lowerlikelihoodofmakingahigh-qualitypurchase.

Don'tfocusonbuyers’economicfears,worktoinfluencehowbuyersfeelabouttheir

currentandfuturepurchases.

Challenge

Talentandresourcedecisionsarestillbased

ontraditionalcorporatesilos.

Focusonalignmentinthreeareas:

Action

1)Wherewillwegrow?

2)Howwillwegrow?

3)Whatwillwedotogrow?

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